Chinese Enterprises Full Use Of The Balanced Scorecard Management System

Since balanced scorecard was invented by Robert Kaplan and David Norton in 1992, it was widely used in the whole world as an important management tool. Go through the development by several decades, balanced scorecard has become an integrated management system of strategy execution, including using the strategy map to clarify, describe and communicate strategy, using balanced scorecard to measure and cascade strategy, holding strategy review meeting to evaluate strategy, establishing the continual process to manage strategy and link to operation effectively, and building OSM to integrate and manage all the strategy management processes. Through the implementation of balanced scorecard, enterprises construct the management system of strategy execution, linking strategy to operation effectively, and promoted the strategic performance.The management thinking of balanced scorecard was introduced into China for over ten years, but it wasn't fully functioned in many Chinese enterprises. One important reason is that some Chinese enterprises only used several isolated tools in the system, but didn't integrate them into a systematic, applicable management system, and they also didn't follow up the five principles of Strategy - Focused Organization to implement and operate BSC.The thesis starts from the introduction of the framework of balanced scorecard, describes the signification and functions of each element, and provides the principles of implementation. Through the case that a BSC project launched in a Chinese manufacturing company A, the thesis introduces in detail how to implement and operate BSC system in a Chinese enterprise. It will be valuable to those enterprises which plan to implement BSC and make it carry out a full function.